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As a soldier I feel that as an individual it our responsibility to understand what kind of leaders we are, as well how effective we are as leaders. What is your leadership style and how do you feel its effective? Also what is that one special leadership trait that you believe every military leader should adopt or possess?
I'm asking out of personal interest, there's no right or wrong answer.
I'm asking out of personal interest, there's no right or wrong answer.
Enlisted
Soldiers
Leadership
NCOs
Posted >1 y ago
Responses: 24
For me the question would be “what kind of a leader were you"" as I’m now retired and out of the game.
Never the less, my answer? Never as good as I wanted to be
Sometimes I lost my temper
Sometimes I spoke without listening
Occasionally I decided before getting all the facts
Once in a while I let emotions make a decision
A few times I did what I wanted and not what I should have
Four times I made a decision, gave an order and somebody died, it was the enemy’s fault but it was still my decision.
Two times I didn't foresee a possible outcome and soldiers were maimed, it was not my fault but it was my responsibility.
Im the leader that made it home, and some of my led did not.
That’s the kind of leader I was
Never the less, my answer? Never as good as I wanted to be
Sometimes I lost my temper
Sometimes I spoke without listening
Occasionally I decided before getting all the facts
Once in a while I let emotions make a decision
A few times I did what I wanted and not what I should have
Four times I made a decision, gave an order and somebody died, it was the enemy’s fault but it was still my decision.
Two times I didn't foresee a possible outcome and soldiers were maimed, it was not my fault but it was my responsibility.
Im the leader that made it home, and some of my led did not.
That’s the kind of leader I was
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MAJ (Join to see)
Wow. This has to be one of the best responses this question I have ever heard. Obviously you've walked the walk and know that leaders are not always perfect and sometimes you make the best decision you can make with what you got. We are all human. I can say if we all look at ourselves honestly none of us can say we haven't done most of the things you mentioned with co-workers, subordinates, our spouses, or even our children.
Don't beat yourself up over consequences of your decisions. Everyone knew what they signed up for and you made the best decision you could with the info you had. Sometimes things just go sideways.
Don't beat yourself up over consequences of your decisions. Everyone knew what they signed up for and you made the best decision you could with the info you had. Sometimes things just go sideways.
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CPT (Join to see)
I have never read anything quite so profound and summing up 98% of my own feelings.
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SGM Erik Marquez
CPT (Join to see) - Thank you, but please I have a nice new $800 Helmet that is not going to fit next week if you guys keep it up.
When the post is a simple thing from that which was lived first hand in recent memory its not really so much profound as just a personal memory. I did not have to dig very deep for that. I lived it, and I remember it every day.
When the post is a simple thing from that which was lived first hand in recent memory its not really so much profound as just a personal memory. I did not have to dig very deep for that. I lived it, and I remember it every day.
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I have been both...NCO and Officer so here goes:
NCO-Always put yourAirmen first. Lead by example from the front. Ensure they have the training, tools, and abilities to get the mission done, give them the task, and let them have it. Let them know you care but that does not mean coddling. Hold them accountable to the mission and the core values and never, never make hallway decisons...gather as much info as youhave time for and move out. Don't sit on a decison too long but get relevant facts so you don't fire for effect and have to reconfigure. Leadership is like riding a horse...too much rein and the horse will buck...too little rein and the hrse will run off outof control....have to find that happy medium.
Officer-Always put your Airmen first. Lead by example from the front. Ensure they have the training, tools, and abilities to get the mission done, give them the task, and let them have it. Let them know you care but that does not mean coddling. Hold them accountable to the mission and the core values and never, never make hallway decisons...gather as much info as you have time for and move out. Don't sit on a decison too long but get relevant facts so you don't fire for effect and have to reconfigure. GIVE THE BALL TO YOUR NCO's and let them run it. Give them the direction and vector and let them have it. They know the pulse of the unit and personnel better than anyone there. Always have a positive atttitude. The unit will take on the attitude of its leadership every day. If I was having a bad day I always checked it at the door. I found out that if I came in smiling and in a positive mood the unit took that on that day...and vice versa.
Very similar for both especially the front part...bottom line for me was consistency...you knew who I was and what I stood for and I never waivered. Not perfect by any stretch of the imagination but it worked for me. Each individual has to find that one thing that defines them as a leader and I believe you can take bits and pieces from other leaders to define your style.
Maj Marty Hogan
Lt Col Charlie Brown
1stSgt Glenn Brackin
Cpl Craig Morton
SGT David A. 'Cowboy' Groth
COL Mikel J. Burroughs
SFC Joe S. Davis Jr., MSM, DSL
SSG James J. Palmer IV aka "JP4"
LTC Stephen C.
CPL Dave Hoover
SMSgt Minister Gerald A. "Doc" Thomas
SFC (Join to see)
Lt Col John (Jack) Christensen
Sgt Wayne Wood
PVT James Strait
SGM Erik Marquez
MSgt David Hoffman
MSgt Stephen Council
MAJ James Woods
SFC Shirley Whitfield
NCO-Always put yourAirmen first. Lead by example from the front. Ensure they have the training, tools, and abilities to get the mission done, give them the task, and let them have it. Let them know you care but that does not mean coddling. Hold them accountable to the mission and the core values and never, never make hallway decisons...gather as much info as youhave time for and move out. Don't sit on a decison too long but get relevant facts so you don't fire for effect and have to reconfigure. Leadership is like riding a horse...too much rein and the horse will buck...too little rein and the hrse will run off outof control....have to find that happy medium.
Officer-Always put your Airmen first. Lead by example from the front. Ensure they have the training, tools, and abilities to get the mission done, give them the task, and let them have it. Let them know you care but that does not mean coddling. Hold them accountable to the mission and the core values and never, never make hallway decisons...gather as much info as you have time for and move out. Don't sit on a decison too long but get relevant facts so you don't fire for effect and have to reconfigure. GIVE THE BALL TO YOUR NCO's and let them run it. Give them the direction and vector and let them have it. They know the pulse of the unit and personnel better than anyone there. Always have a positive atttitude. The unit will take on the attitude of its leadership every day. If I was having a bad day I always checked it at the door. I found out that if I came in smiling and in a positive mood the unit took that on that day...and vice versa.
Very similar for both especially the front part...bottom line for me was consistency...you knew who I was and what I stood for and I never waivered. Not perfect by any stretch of the imagination but it worked for me. Each individual has to find that one thing that defines them as a leader and I believe you can take bits and pieces from other leaders to define your style.
Maj Marty Hogan
Lt Col Charlie Brown
1stSgt Glenn Brackin
Cpl Craig Morton
SGT David A. 'Cowboy' Groth
COL Mikel J. Burroughs
SFC Joe S. Davis Jr., MSM, DSL
SSG James J. Palmer IV aka "JP4"
LTC Stephen C.
CPL Dave Hoover
SMSgt Minister Gerald A. "Doc" Thomas
SFC (Join to see)
Lt Col John (Jack) Christensen
Sgt Wayne Wood
PVT James Strait
SGM Erik Marquez
MSgt David Hoffman
MSgt Stephen Council
MAJ James Woods
SFC Shirley Whitfield
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COL Mikel J. Burroughs
Lt Col Scott Shuttleworth I can relate to your comments in so many ways. I too served (9) years enlisted up to SSG/E-6 and then (28) years Commissioned Service. That enlisted service helped me as a leaders to understand the special relationship with my 1SGs for two company commands, with my CSM at the Battalion Level, and my CSMs at the Brigade Level and during deployment. I can go into a long explanation of the do and don't of a great leader, leadership styles and characteristics, but that would be a repeat of all the great comments to-date on this post. I'll just say that I enjoyed my 37 years of military service and I took care of my soldiers. Great question SPC (Join to see)
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Lt Col John (Jack) Christensen
Sounds pretty much like how I operated in both military and civilian worlds. I came straight in as a officer so don't have the NCO experience to fall back on, but in some ways my experience in the Corps of Cadets in a military college fills that bill. Thanks for the mention.
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Sgt (Join to see)
Lt Col Scott Shuttleworth Colonel, I served four years, and the two best officers that I served under were former enlisted. From reading your leadership style, it would have been an honor to serve under you.
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SPC (Join to see), I agree that we should strive to understand the leadership styles of others as we strive to find the style that we feel we can best utilize to lead troops, either formally or informally.
Leaders are part born and part made. We’ve all seen the PFC’s who other soldiers look up to. Additionally, if the NCO’s see this, and they feel threatened by an E-3 being a “leader” and try to break up the dynamics of those relationships, then that NCO may very well be cutting their on throat.
I believe leaders should be able to take advantage of these situations and use that dynamic to their advantage.
Leaders actually “lead”, not by throwing their rank up in everyone’s face, but by establishing themselves as an NCO that takes the NCO Creed to heart:
_____________________________________
•••••ARMY CREED OF NONCOMMISSIONED OFFICERS•••••
No one is more professional than I. I am a Noncommissioned Officer, a leader of Soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned Officers, and will at all times conduct myself so as to bring credit upon the Corps, the military service, and my country; regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.
Competence is my watch-word. My two basic responsibilities will always be uppermost in my mind: Accomplishment of my mission and the welfare of my Soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a Noncommissioned Officer, I will fulfill my responsibilities inherent in that role. All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers, and I will always place their needs above my own. I will communicate consistently with my Soldiers, and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.
Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my Soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!
_____________________________________
Understanding that I am just repeating what is written already, I would like to make this point:
If an NCO truly reads and takes this creed to heart, not simply to memorize it for promotions and NCO of the Year boards, that NCO will, in my opinion, truly become a leader.
In my time leading soldiers in combat and in peace, I always made sure that they were first in everything. If missions dictated possible sacrifice, I did not hide it from my troops, and yet I would not try to glorify it. I simply would tell them that I would be there with them, sacrificing myself as well.
I supported my leaders, but I did not support poor decisions. I found that a leader can be honest about poor leadership decisions while still supporting their leadership.
I never complained, but when my troops complained I very rarely said anything unless they started “dogging” our leadership. Even then, I did not “discipline”, I just talked to them about leadership. I asked if they approved of mine and what they liked, and they would inevitably say it was my ability to speak to them as soldiers instead of subordinates.
I asked them if they still recognized my authority despite that fact, and they said absolutely, and that was why they never got in trouble, because they respected me and didn’t want me to get into trouble because of what they did.
I explained that part of the reason they felt this way was because I did not bash leadership in front of them, or anyone, and that it was the same for them. I never accused my soldiers of being at fault when we failed; I took credit for it. When we succeeded or got an “attaboy” from someone, it was my soldiers that got the praise from me.
My goal was to help my soldiers become leaders and get education and promotions. If someone was not a leader when I received them, they were after they had been there for a while.
Also, I absolutely loved standing up for my soldiers. I would (and did once) go head to toe with a General if they were in the right.
My men saw this on more than one occasion, but only if they were in the right. When they were, I could always make my case and their case in a way that was assertive, yet showed the other NCO or Officer the respect that their rank commanded.
When they were right, I would fight to clear up the incident so that the accuser knew as much.
When they were wrong, I would listen to the accuser, and if I knew they were in the wrong, I demanded the NCO or Officer let me address it, as they were my soldiers. I would ask that they chew me out in front of my soldiers, but not for show.
It was to illustrate how they should take discipline. If you are wrong, simply stand there and take it. It does not make you less of a soldier to get disciplined, however, how you respond to the discipline can accomplish it.
I wish I could go on, but no one wants to spend all day reading this.
I loved being a leader, not because of rank, but because I loved being in a position to help soldiers better themselves, and I always strived to make them better leaders than me.
I miss being an NCO, and my prayer is that those soldiers miss having me as an NCO.
COL Mikel J. Burroughs Brig Gen Jim Jaeger SFC Joe S. Davis Jr., MSM, DSL LTC Stephen F. PVT Mark Brown SP5 Mark Kuzinski SPC Margaret Higgins Lt Col John (Jack) Christensen SGT David A. 'Cowboy' Groth MAJ Ken Landgren CH (MAJ) Luke Phillips Cpl Scott McCarroll Maj Marty Hogan MSgt Stephen Council SGT David A. 'Cowboy' Groth SGT (Join to see) SPC Douglas Bolton Lt Col Charlie Brown SMSgt Minister Gerald A. "Doc" Thomas MSgt Ken "Airsoldier" Collins-Hardy
Leaders are part born and part made. We’ve all seen the PFC’s who other soldiers look up to. Additionally, if the NCO’s see this, and they feel threatened by an E-3 being a “leader” and try to break up the dynamics of those relationships, then that NCO may very well be cutting their on throat.
I believe leaders should be able to take advantage of these situations and use that dynamic to their advantage.
Leaders actually “lead”, not by throwing their rank up in everyone’s face, but by establishing themselves as an NCO that takes the NCO Creed to heart:
_____________________________________
•••••ARMY CREED OF NONCOMMISSIONED OFFICERS•••••
No one is more professional than I. I am a Noncommissioned Officer, a leader of Soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned Officers, and will at all times conduct myself so as to bring credit upon the Corps, the military service, and my country; regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.
Competence is my watch-word. My two basic responsibilities will always be uppermost in my mind: Accomplishment of my mission and the welfare of my Soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a Noncommissioned Officer, I will fulfill my responsibilities inherent in that role. All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers, and I will always place their needs above my own. I will communicate consistently with my Soldiers, and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.
Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my Soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!
_____________________________________
Understanding that I am just repeating what is written already, I would like to make this point:
If an NCO truly reads and takes this creed to heart, not simply to memorize it for promotions and NCO of the Year boards, that NCO will, in my opinion, truly become a leader.
In my time leading soldiers in combat and in peace, I always made sure that they were first in everything. If missions dictated possible sacrifice, I did not hide it from my troops, and yet I would not try to glorify it. I simply would tell them that I would be there with them, sacrificing myself as well.
I supported my leaders, but I did not support poor decisions. I found that a leader can be honest about poor leadership decisions while still supporting their leadership.
I never complained, but when my troops complained I very rarely said anything unless they started “dogging” our leadership. Even then, I did not “discipline”, I just talked to them about leadership. I asked if they approved of mine and what they liked, and they would inevitably say it was my ability to speak to them as soldiers instead of subordinates.
I asked them if they still recognized my authority despite that fact, and they said absolutely, and that was why they never got in trouble, because they respected me and didn’t want me to get into trouble because of what they did.
I explained that part of the reason they felt this way was because I did not bash leadership in front of them, or anyone, and that it was the same for them. I never accused my soldiers of being at fault when we failed; I took credit for it. When we succeeded or got an “attaboy” from someone, it was my soldiers that got the praise from me.
My goal was to help my soldiers become leaders and get education and promotions. If someone was not a leader when I received them, they were after they had been there for a while.
Also, I absolutely loved standing up for my soldiers. I would (and did once) go head to toe with a General if they were in the right.
My men saw this on more than one occasion, but only if they were in the right. When they were, I could always make my case and their case in a way that was assertive, yet showed the other NCO or Officer the respect that their rank commanded.
When they were right, I would fight to clear up the incident so that the accuser knew as much.
When they were wrong, I would listen to the accuser, and if I knew they were in the wrong, I demanded the NCO or Officer let me address it, as they were my soldiers. I would ask that they chew me out in front of my soldiers, but not for show.
It was to illustrate how they should take discipline. If you are wrong, simply stand there and take it. It does not make you less of a soldier to get disciplined, however, how you respond to the discipline can accomplish it.
I wish I could go on, but no one wants to spend all day reading this.
I loved being a leader, not because of rank, but because I loved being in a position to help soldiers better themselves, and I always strived to make them better leaders than me.
I miss being an NCO, and my prayer is that those soldiers miss having me as an NCO.
COL Mikel J. Burroughs Brig Gen Jim Jaeger SFC Joe S. Davis Jr., MSM, DSL LTC Stephen F. PVT Mark Brown SP5 Mark Kuzinski SPC Margaret Higgins Lt Col John (Jack) Christensen SGT David A. 'Cowboy' Groth MAJ Ken Landgren CH (MAJ) Luke Phillips Cpl Scott McCarroll Maj Marty Hogan MSgt Stephen Council SGT David A. 'Cowboy' Groth SGT (Join to see) SPC Douglas Bolton Lt Col Charlie Brown SMSgt Minister Gerald A. "Doc" Thomas MSgt Ken "Airsoldier" Collins-Hardy
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SGT Michael Thorin
Maj Marty Hogan, I cant say anything but thank you sir, and God bless you and have a GREAT Christmas, and an even better New Year!
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SGT Michael Thorin
Lt Col John (Jack) Christensen, I’m very happy to hear this, as my wife tends to believe it is screwed on wrong the majority of the time, LOL. On a serious note, I appreciate the compliment sir, especially coming from you. It means a great deal to me.
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Lt Col John (Jack) Christensen
SGT Michael Thorin Understand the wife thing, get same treatment here. You deserve it!
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